Purpose: Manufacturing firms are critical to the economic growth and development through provision of products and employment. Their competitiveness is therefore critical. The firms have been facing steep competition from foreign companies due to increased globalization. Strategic drivers have been found to be key enablers of firm competitiveness and performance. It is on this basis that the study sought to establish the influence customer focus on the competitiveness of food and beverage processing companies in Kenya. Methodology: The study was informed by commitment trust theory. Empirical studies were reviewed to provide the basis for research gaps to be filled by the current study. Descriptive research design was employed while the target population was the 187 food and beverage processing firms in Kenya. A census was used where all the 187 companies were contacted. Structured questionnaire was used to obtain the primary data which was analyzed through mixed method analysis. Descriptive statistics were used to analyze quantitative data while qualitative data was analyzed through content analysis. Inferential statistics were used to analyze the relationship between variables through the regression model. The findings were presented in form of tables, pie-charts and bar-graphs. Findings: It was established that customer focus was upheld in most of the surveyed food and beverage processing companies where after sale services, customer engagement and customer contacting were the main platforms applied. It was concluded that while most of the food and beverage processing firms recognized key strategic drivers (customer focus) as a major aspects of competitiveness, most of the firms did not practically embrace the drivers which could explain their continued lack of competitiveness. Unique contribution to theory, practice and policy: The study recommended that for the food and beverage processing companies to take their place in the local and global market, the management should embrace and keenly focus on customer focus.
Purpose: The purpose of this study was to determine the influence of dynamic capabilities on performance of large manufacturing firms in Kenya.Methodology: The study adopted a cross-sectional research design and descriptive survey design and the research philosophy was positivism. The study population study was 499 large scale manufacturing firms where a sample size of 217 firms was selected.Results: The study findings revealed that dynamic capabilities have a positive and significant influence on performance of large manufacturing firms in Kenya.Policy recommendation: The study recommended that large manufacturing firms should also invest more in research and development, training, networking and innovation
Purpose: The current study sought to establish the influence of organization restructuring on performance of selected media firms in Kenya. The study specifically sought to establish the influence of cost restructuring, governance reformation, downsizing and processes centralization on performance of selected media firms in Kenya. Methodology: The theories that guided the study includes Transaction Cost Theory, Agency Theory, Social Exchange Theory and Planned Change Theory. The study adopted a descriptive research design. The target population of the study comprised of three media firms in Kenya (Nation Media Group, Royal Media Services and Standard Group Limited). A total of 340 employees in the managerial positions of the selected media firms were targeted in the study. The study adopted Yamane (1967) sampling formula in acquiring a sample of 183 respondents. The study used quantitative data that was collected from respondents using 5 point Likert scales questionnaire with closed ended questions. A pilot test was conducted prior data collection to assess the reliability and validity of the questionnaires. Data was analyzed using SPSS. Both descriptive and inferential statistics were used. The study findings were presented in form of tables and figures for easier interpretation. Findings: The study established that Cost Restructuring, Governance Reformation and Downsizing positively and significantly influences performances of media firms and that increase in one indicator increases the levels of performances. Process Centralization was found to positively influence performance levels of media firms but to insignificant levels. Unique Contribution to Theory Practice and Policy: The study provided recommendations to the media firms to enhance their cost restructuring practices since the practice bears positive influence on performance, to capitalize on reforming their respective governance since the practice bears positive influence on performance, to enhance downsizing activity since the practice bears positive influence on performance and to partly focus on enhancing centralization processes since the practice bears positive but insignificant influence on performance.
Purpose: Given the importance of effective strategy implementation, this study therefore sought to assess the influence of strategy implementation practices on performance of private hospitals in Nairobi County. This study was guided by the following specific objectives: to establish the effect of management commitment on performance of private hospitals in Nairobi County; to assess the effect of organizational culture on performance of private hospitals in Nairobi County. Methodology: The study was guided by Higgin’s 8S’framework and supported by dynamic capabilities theory. The study used a descriptive survey research design. The unit of analysis was private hospitals in Nairobi County. There are 55 private hospitals in Nairobi County. The unit of observation was top managers in each of the 55 private hospitals in Nairobi County. This study was a census of 55 private hospitals in Nairobi. The study collected primary data using semi-structured questionnaires. The questionnaires were self-administered to the respondents by the researcher. Collected data was analyzed using quantitative techniques. SPSS (version 22) was applied in analyzing quantitative data where descriptive statistics including means, frequencies, percentages and standard deviations were computed. The study also computed inferential data analysis by use of Pearson correlation coefficient and multiple regression analysis. Displaying of the information was done in table and figures. Findings: The study found that management commitment positively and significantly influences performance of private hospitals; organizational culture positively and significantly influences performance of private hospitals. Unique contribution to theory, policy, and practice: The study therefore recommends private hospitals to ensure that it is committed fully in all the activities/practices done by the organization. This can be achieved by ensuring it provides its employees with strategic direction and objectives. Also, it is important to ensure thee is effective communication at all levels and in all directions. The study recommends private hospitals to ensure they have a favourable culture that facilitates enhanced performance. They have to ensure the environment is supportive, it ensures there is knowledge sharing and that work ethics exist. Also, when implementing strategy, care should be taken to assess the strategy and ensure that culture link compatibility; this is because, if the planned strategy is in line with existing culture, strategy implementation becomes easier.
Purpose: Strategy is the direction and scope of an organization over the long term, which achieves competitive advantage in a changing environment. Strategic marketing is an organization’s process of defining its strategy and making decisions on allocating its resources to pursue this strategy, including its capital and people. The main purpose of the study was to stablish the influence of corporate strategies on financial performance of the oil marketing companies in Kenya Methodology: This study adopted descriptive survey design. The target population for this study was23 oil companies in the oil industry in Kenya. The study used primary data which was collected through self-administered questionnaires. The researcher utilized mixed method which included qualitative and quantitative techniques in analyzing the data. Results: The findings showed that all the strategies under study lead to significantly affects financial performance Oil Marketing Companies in Kenya. The greatest variation in performance is led by diversification strategy diversification at 0.398 increase, followed by positioning strategy will lead to 0.376, Mergers and acquisitions strategy, at 0.355 and finally Outsourcing strategy at 0.332. This means that if companies employ these strategies especially diversification and positioning strategies, then their investment opportunities will increase thereby increasing their revenue and financial performance Unique contribution to theory, practice and policy: In order for Oil marketing Companies to enhance their financial performance through outsourcing strategy, they need to take outsourcing idea a step further to collaborate with competitors so as to find shared solutions. The Oil marketing companies in Kenya also need to train their personnel so as to appreciate the concept of outsourcing strategy, and the best practices and systems that will enhance their financial performance.
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